THE COURSE METHOD OF ANALYSIS FINDINGS
Transcript of THE COURSE METHOD OF ANALYSIS FINDINGS
THE QUESTIONS
IMPROVING LEARNING
THE COURSE METHOD OF ANALYSIS FINDINGS Formula)on and applica)on of business policies and strategies; analysis of cases using knowledge acquired in basic courses in accoun)ng, economics, finance, human resources, informa)on systems, marke)ng, and opera)ons. The "C" complexity of business problems and the interrela)onship of business func)ons.
Students exhibit the abili)es to • integrate the subject maDer from the business core courses to examine organiza)onal challenges in dynamic environments. • understand key business prac)ces and theories. • evaluate an organiza)on’s strategic decisions and assess their impact on the organiza)on
Given the student performance on learning objec)ve 8 (average=1.85, out of 3), it is advisable that faculty teaching topics related to accoun)ng and financial analysis provide addi)onal focus on reinforcing and enhancing content tailored to address this learning objec)ve.
The wriDen case project consists of strategic analysis of a public or private sector organiza)on four parts: • examining the organiza)on’s mission, goals and
objec)ves and current strategies • describing and analyzing the organiza)on’s
current and an)cipated external trends, issues, industry forces, opportuni)es and threats, and iden)fying internal resources, dis)nc)ve competencies, compe))ve advantages, strengths and weaknesses, and cri)cal success factors
• analyzing, proposing, and explaining poten)al op)ons/alterna)ves for the organiza)on by synthesizing and applying theories from the business core coursework in management, marke)ng, economics, finance and accoun)ng
• developing and explaining a detailed implementa)on plan for the organiza)on, including a schedule of recommended ac)ons, and a con)ngency plan for the organiza)on
• To what extent do students demonstrate their abili)es to analyze situa)ons facing economic organiza)ons and isolate important sources of compe))ve advantage and disadvantage?
• To what extent do students demonstrate their abili)es to apply analy)cal techniques from the fields of accoun)ng, economics, finance, management science, marke)ng, organiza)on theory, organiza)on behavior and related disciplines?
• To what extent do students demonstrate their abili)es to communicate analy)cal conclusions persuasively, both verbally and in wri)ng?
MNGT475 Business Policy and Strategy Jifeng Yu, Assistant Professor
Assessing Integrative Learning in the College of Business Administration
THE OUTCOMES Generate a crea)ve or scholarly product that requires broad knowledge, appropriate technical proficiency, informa)on collec)on, synthesis, interpreta)on, presenta)on, and reflec)on.
CRITERION SCORE Poor 1
Average 2
Excellent 3
What problem or issue is the central focus of this case?
Central issue/problem not stated. Adequate, but vague statement of central issue/problem.
Clear, concise statement of central issue/problem
How do the five forces apply to this case? Superficial applica)on of five forces model. Analysis fails to demonstrate mastery of the tool.
An adequate analysis of the compe))ve nature of the industry using the five forces model.
Complete analysis of the compe))ve nature of the industry using the five forces model.
What is the focal company’s strategy? Company’s strategy is poorly defined or important aspects are missing. Statement may be confusing or poorly wriDen.
Company’s strategy is adequately defined, although some aspects may be missing. Descrip)on is adequately clear and wriDen.
Company’s strategy is concise and well-‐defined. All important aspects are included. Descrip)on is clear and well wriDen.
What are the focal company’s strengths and weaknesses?
Superficial or incomplete statement of strengths and weaknesses. May be missing suppor)ng linkages to current situa)on or overlooking key factors.
Strengths and weaknesses may be properly iden)fied, but with limited linkages to the current situa)on. Some minor factors may be overlooked.
Strengths and weaknesses are accurately and clearly iden)fied and linked to current situa)on.
What is the focal company’s compeJJve advantage?
Answer to ques)on is missing or extremely superficial.
Answer to ques)on presents some sense of company’s value proposi)on(s). Compe))ve advantage compared to other firms may be missing or incomplete.
Answer to ques)on shows insight into company’s value proposi)on(s). Compe))ve advantage compared to other firms clearly and accurately presented.
What should the focal company do? Recommenda)on(s) may be too vague or are inadequate to address the central issue/problem.
Recommenda)on(s) address central issue/problem but may be too vague, not clearly stated. There may be ambigui)es that inhibit ac)on.
Recommenda)on(s) clearly and concisely address central issue/problem and demonstrate real-‐world prac)cality.
What are the main reasons for your recommendaJons for what the company should do?
Reasons are vague or poorly stated. Reasons may be imprac)cal or superficial.
Reasons are adequately stated. May be persuasive in a general way.
Reasons are specific and clearly stated. Reasons show sensi)vity to real-‐world possibili)es.
What are the financial performance implicaJons for your recommendaJons?
Rela)on of current financial posi)on to problem or issue is recognized.
Reasons recommenda)ons will reduce focal firm’s costs and/or improve its top line are adequately stated.
Specific financial statement references are provided.
OrganizaJon, sentence structure, grammar, punctuaJon, etc.
Poorly organized, hard to follow. Distrac)ng number of errors in grammar, spelling, sentence structure, etc.
Reasonably organized, generally easy to follow. A few gramma)cal errors, but nothing too serious.
Well organized, easy to follow. No gramma)cal errors.
GRADING RUBRIC
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1 Problem
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1 5 Forces
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1 Strategy
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1 Strengths/Weaknesses
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1 Compe))ve Advantage
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1 Recommenda)on
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1 Reasons for Recommenda)ons
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1 Sentence, Structure, Grammar
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1 Financial Performance Implica)ons
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